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Company: KBL European Private Bankers SA Contact Email: info@kbl-bank.com Address: 43, boulevard Royal, L-2955 Luxembourg Proton Partners Phone: +352 47Company: 97 1 International Ltd Website: www.kbl.lu Contact: Mike Moran MBE Contact Email: enquiries@proton-int.com Address: Proton Partners International, Celtic Springs, Spooner Close, Newport, NP10 8FZ Phone: 01633810661 Website: www.proton-int.com

Best Financial Services Acquisition: KBL/The Roberts Partnership & Private Banking Firm of the Year - Luxembourg for Continued Excellence in M&A Growth Strategy: KBL Award European Private £60m second round funding Bankers “In its drive to maintain excellence, KBL epb epb Proton Partners

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KBL European Private Bankers (KBL ) is a pan-European private banking group focused on meeting the needs of aspirational individuals and institutions. We profiled the firm to find out a bit more about the success of the company.

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Global Markets is where KBL epb and the market connect. With more than 15 years’ experience in capital markets – and numerous connections with international dealing rooms – the team of structurers is able to use recommendations from the bank’s and micro economic researchMike teams to offerchief executive officer of John Pettingell, head of physicsmacro at Proton Partners International, Moran, the International most suitable and products. Protonclients Partners Olivier Legrain, chief executive officer of IBA

S R D ensuring the excellence of its private banking services.”

Has Been Named:

As the firm’s asset allocation teams constantly adjust their fund recommendations to its clients, Global Markets seeks to deliver efficient and accurate execution through enhanced technology and connectivity. Given that the group’s fundexecution business handled more than 230,000 trades for a volume of €23 billion across a universe of 10,000 funds, it is natural that the firm should integrate Global Markets into its service offering. As a result, KBL epb completed over 35,000 fixedincome transactions in 2016 on behalf of private and institutional clients, while also consolidating its position as a buy-side client.

KBL epb, founded in Luxembourg in 1949 and 2016, demonstrating the strength of the group’s core headquartered in the Grand Duchy, operates in 50 private banking activities across its pan-European Ltd isFollowing a company in the vanguard European cities.Proton The firm Partners strives to beInternational perceived footprint. the acquisition of Insinger deof advancing proton beam in–the UK. invited Mike1,Moran as a trusted partner and leading private banktherapy Beaufort which wasWe finalized on January 2017 toIntell its us drive to maintain excellence, KBL epb has By leveraging multiple channels in multiple markets, y b d re everywhere it operates. With a range historically – group private banking assets under more about the offirm and examine the secrets behind itsmanagement success. been strengthening its professional staff, enhancing the group increases cross-selling, wins more new sponso important domestic private banks staffed by rose to €fi60.5 billion as of that date. its commercial organization and ensuring the business and grows overall revenues. professionals with local knowledge, KBL epb excellence Formed by UK-based and builds international cancer take up to nine months to a year. We are already of its private banking services. Following Overall, KBL epb now has an even more robust on the heritage and record ofspecialists, its pan-European As of December 31, 2016, theasgroup’s Basel IIIlargest core developer a client ofsatisfaction measurement process, the approach to supporting clients across the cycle – andtrack healthcare Proton Partners is set recognised the world’s network to offer to its build clientsupthetobest both worlds: tier-1 cancer capital ratio stoodtherapy at 16%,centres. underscoring has identified and addressed gaps in client ensuring consistency and driving the overall growth five ofproton beam therapy proton We the intend toteam continue deep local insight and a centres broader,across pan-European bank’s position. treatment the UK within the strong next solvency to develop cancer centres in UK and experience, abroad to ensuring that KBL epb continues to of its valued client base. Services for external asset perspective. Thefour firmyears. stands apart from competitors provide further expand our network. This will enable us the to highest level of long-term, personalized managers have been successfully developed in footprint core markets, thanks to client proximity, organizational efficiency Deepening its existing service stay ahead of theincompetition and continue to to beeach client it has the opportunity to serve. certain affiliates outside Luxembourg, where it has the Dutchasprivate bankleader Insinger KBL epb acquired and consistencyThe over time, withofanProton offering that International’s been able to profit from the rapid growth of the UCI construction Partners recognised the global in the development The group’s shared values – integrity, commitment de Beaufort third acquisition combines investment financial (South KBL epb also expanded its portfolio management industry. first threemanagement, centres in Newport Wales),in the andNetherlands, operation ofits cancer centres.” and excellence – serve as the foundation for how in underway, 18 months, with the intention to merge it with planning and lending. service offering, launching the Richelieu Investment Northumberland and Reading is currently : g staff behave and do business, setting standards that rin Staff(Dutch are vital to the firm’s plans, such Mike ), as Fund epband Gilissen member of KBL range. The introduction of this mandate, Maintaining, growing and enhancing the wide Liverpool, Featuand a fourth UK centre, to be built inTheodoor shape their actions and inform the group’s vision. In how the attractsAuMs the very best talent by close cooperation between our range of services the firm offers its clients is at subject to regulatory approval. Thefirm combined The company’s has mission is to received preserve and grow permission. supported recently planning At explains addition to a shared corporate culture, staff training in the market. Dutch will rise to over €20 billion, each client’s wealth private bankers and portfolio managers, once again the center of everything it does. It is key that staff each across centre, generations, the firm aimsatolongbe ableoftothe treat up business and development have played a central role as it positioning term goal that to reflects its partnership approach led to solid results in 2016. ensure the group’s services and expertise reflect 500 patients annually and, in addition to protonthe merged entity as one of the strongest further enhances its client services and improves staff, the attraction to work in the pure-play private“When bankshiring in thenew Netherlands. to client service.beam Staff therapy, provide will tailored, the asymmetric risk appetite of its clients and a offer one-stopimaging, chemotherapy, overall client experience. world’s first networked high energy proton beam shop solutions for individuals, immunotherapy entrepreneurs and Whether managing today’s wealth or structuring long-term approach to meeting their individual radiotherapy, and a range of centres is a big However, from the acquired Thedraw. Roberts recently, therapy KBL epb families, as wellsupportive as institutions, offices and More tomorrow’s inheritance, clients benefit from a and rapidly evolving needs in an increasingly care family services including survivorship Indeed, KBL epb continues successfully to execute outset of the business we engaged the services of Partnership, external asset managers. suite of open, independent solutions, tailored to international environment. and recovery. Mike is keen to explain the firm’s a UK-based financial planning and a long-term growth strategy that includes investing RWB firm. Global, a Herefordshire recruitment wealth management Twenty staff and overbased fi their specific needs – backed by a client-centric dedication to creating these innovative centres in in the skills and development of its people, recruiting identify andtorecruit I had AuMs havetobeen added Brownthe staff. At a time when thedetail. European private banking €500 million in company, approach, founded upon offering proximity, agility The firm stays in close, constant contact with more experienced professional staff and deepening the worked the Managing Director of RWB Global, ’s UK with affiliate, further supporting market continues to consolidate, KBL epb is Shipley, KBL epb and personalized service. clients, responding quickly to specific issues and group’s footprint. for over a decade and she knows how Mel Nash, expanding its reach through a growth strategy its mission to build and deliver a leading financial offering tailor-made solutions that reflect their I work what works for me. Mel has managed that combines organic, semi-organic and external advice proposition for itsand clients. In addition to its core business of private banking, individual priorities and long-term goals. The This simultaneous focus on three core areas has to identify and recruit the very best people and initiatives. In the past two years, the group has serving professional and institutional clients bank’s experts build such relationships based worked withextends them prior toclients interview best another pillar for many years. While on mutual understanding and trust, with a clear enabled the group to deliver on its promise of the firm to its are to bring made four acquisitions in its existing markets, The digital solutions hasthebeen sustained growth. While external growth initiatives fit for the2015 business. dynamics the across the among its priorities. The signingThe of ateam long-term providing greater scale and resources. institutional and professional segment in understanding of the importance of regular, Company a major factor in the speed inLuxembourg which the is particularly substantial, the group’s transparent communication, especially during are most visible to the outside world, KBL epb firmly strategic partnership withisGeneva-headquartered believes that staff training and development are no CompanyOdier is developing. This istoin no small forward, the firmand hasthe a number ofofexciting building that we build we intend to sell and lease researchproviding centre at theup-toLife Sciences Accelerator Indeed, while 2016 was marked by global market private bank Lombard will contribute reach part, extends far Moving beyond the fund industry periods increased volatility, clear, less critical. down to the work of RWB Global in the recruitment developments in the pipeline which willreporting help it of tothe performance it back over a fixed period to drive cash back into building in Liverpool (the building is the first part of epb turbulence – including a challenging interest-rate enhancing overall client experience as KBL Grand Duchy’s borders. date of each individual and in theinfrastructure induction to the continue to grow and succeed, as Mike discusses. the business. With an estate of five high value a ‘health campus’ that is set to surround the £335m and Operations bybusiness. environment and increased regulatory burdens upgrades its IT process portfolio. group to make, significant buildings within the next three years we see this as new Royal Liverpool Hospital). The We will work continues with – KBL epb deepened its local presence through migrating to a new platform, ensuring the group’s Launched in 2015, Institutional and Professional “Recently, we have announced that, in addition to investments in staff training under theproposition.” umbrella of “The culture within the company starts from the an attractive the University of Liverpool’s Physics Department the acquisition of a leading Dutch private bank status as a premier private bank in Europe. Services (IPS) completes the wealth management Reflecting thiswe client-centric approach, the bank’s our centres in Newport and Northumberland, University, a long-term, companyepb Group recruiting process. We recruit on behaviours and our on a genomics programme toKBL collate, analyse and a UK-based financial planning and wealth value chain by positioning as a true “one-centres services – in areas and suchdistribute as Wealth Planning & treatment centres. In will alsothe begroup opening cancer in Reading the market for proton beam therapy is data from our wide program aimed Overall, at supporting employee recruiting partner, RWB Global, have an excellent As knew an industry KBL epb’s standing within the management firm. company also Partners, further we stop shop.” – are answerscentre, to and Liverpool. Earlier this year, we Structuring announcedand thatLending evolving, and in order to remain at the addition to direct the research we have recently “FromThe the outset, at Proton two leader, development through a rapidly combination of classroom understanding of the type of person who will work profession has long been recognized by its peers. strengthened itsthings; network last year by moving our centres will be called The Rutherford Cancer very cutting edge of this dynamic space, Proton needs of the individuals, entrepreneurs and the announced a two-year collaborative firstly, that we would build more than one well within the Company. Once recruited, we work instruction,research e-learning and one-to-one mentorship. namelongstanding reflects the renowned Partners will continue to develop, as Mike is proud In 2016, KBL epb was extremely proud to be named forward on the proton integration a long-term, largefamilies scientist it serves. These services are University designed toof Liverpool to develop Largely centeredCentres. on the The group’s project with The centreofand, secondly, that we would network with all the staff to induct them successfully into the Ernest Rutherford’s contribution inhelp identifying and successfully to conclude. “Besthad Private Bank in Luxembourg” at the PWM/ scale project inthe partnership with Lombard Odier,that the such clients navigate through a known as a 3D Water expertise in global custody, fund administration a new measurement system, centres together. We knew nobody Across the group’s footprint, and especially in Company. We have also developed a Leadership naming the of proton 1911. Phantom, which will further improve the accuracy Thewe Banker Private Banking Awards. which will see the firmdone migrate to a new IT platform. challenging, regulatory and fund structuring, the aim IPS isinto ensure – changing, and sometimes ever it before, therefore, in my mind, couldGlobal also promotes internal Luxembourg, KBL epb“Ultimately, Programme which all the staff undertake. This has the most significant challenge that we of proton beam therapy treatment. The new system reported a group epb environment. Over the same never period,beKBL via its highly professional Relationship Managers wrong. A few of the potential investors we been developed by the Senior Management Team, mobility, creating opportunities staff “Alongside this, we have recently opened the doors will face for overrelevant the next decade is keeping up with will use pixelated silicon detectors, first developed Across the group’s global footprint, the firm seeks to core operating profit, including bond capital gains, and Account Officers – that the complex needs of spoke to wanted us to just build one centre, build facilitated by Ceannas, a Scottish based company to our first cancer centre in Newport, The Rutherford to transfer their knowledge and skills within the therapy. As the clinical the demand for proton beam at CERN, the challenges European into Organisation for Nuclear Theconventional main goal is to transform those institutional and professional clientsSouth are satisfied while group revenues at another, growfollowed its core HNWI client base, attracting UHNWIs of €37.1 million,up Cancer Centre, Wales, for patient volumes andstood then build organization. who excel in ‘Leadership by Design’. evidence reads out, there will be more patient Research. Improved accuracy will lead to better opportunities by leveraging the firm’s deep domestic efficiently and to the highest professional standard. €465.9 million. by another. by offering products and services tailored to their treatments, such as radiotherapy, chemotherapy, demand which will require the development of more modelling and calibration of treatment beams, which andbeam pan-European expertise – which is why andimmunotherapy professional clients benefit Theinsight needs, and continuing to serve clients andalso imaging. proton “Additionally, we areaffluent also leading the wayItsin institutional Career operational Proton Partners International Likewise, the team It strongly encouragecentres. cross-border will offer more advanced treatment for patients. has accelerated its investment in the epb KBL from staff’s in-depth knowledge of trading and Private banking “This assetsdid undenot r mamake nagemsense ent rosetobyus through a highly efficient delivery model. therapy machine has just been delivered on site, as the key Professional Development by ensuring that all be range at theof forefront of the growth and we will cooperation, organizing will a wide events that will also allow for more accurate clinical research group’s products and services in areas such as €2.1 billion to € which is the first high energy proton machine to be The firm provides extensive execution 50.8 billion to asusofwas December 31, that we would staff have access to funded courses brokerage. differentiator the network continue to invest to maintain our position as market to further bring together staff from multiple markets. Such and development to be undertaken. on UK soil. The treatment will be credit, available at ourplanning and asset management. financial services bonds, money-market create. By having a network of centres, supported their careers. In addition, we are the first leaders.” private in equities, meetings facilitate the sharing of local experience South Wales centre next year. by theofspecialist services instruments “In terms new deals; we are and currently by centralised planning, the patient can go to any healthcare company in the UK to offer under and Forex, as well as in structured This offer is reinforced insighttalking – and to the creation of new strategies to several organisations about leveraging our building metals. provided by the company’s Asset Management, one of our centres for treatment. Therefore, the graduate and post graduate training for products therapistsand . precious better serve all clients, no matter where they are “Proton Partners International also announced assets with a sale and leaseback model. For every IPS and Global Markets departments. illness is no longer a barrier to geographical travel These initiatives mark us out as a responsible based. that we are going to undertake a major genomics which allows the patient more choice and freedom employer which is an attraction to new employees.” of movement during treatment cycles that could

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rs artne on ton P ot o r r p P how dvancing t a k we o We lo ational is a e UK and h ts t n Inter herapy in s behind i t t e r beam e the sec in “From the outset, at Proton e 10we knew examPartners, s - pag build more s e c c two things; firstly, thatswe would u

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than one proton centre and, secondly, that we would network the centres together. We knew that nobody had ever done it before, therefore, in my mind, we could never be wrong.”

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e top ng th lly, o m a a d s glob ranke up is e provider services o r G f Vistra rate servic d range o out the a o o ab p r e r b r o 1 o y c four a uniquel nd out m m - page 2 r fi g fi e n W he di provi olutions. uccess of t s and s

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Best Mid-Market Healthcare M&A Team Company: Harrison Clark Rickerbys Contact: Charlotte Thornton-Smith Contact email: ctsmith@hcrlaw.com Address: 5 Deansway, Worcester WR1 2JG Web address: hcrlaw.com

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Harrison Clark Rickerbys Harrison Clark Rickerbys (HCR) Health and Social Care lawyers work with businesses across the health and social care market, including Doctors, Dentists, Vets, Pharmacies, Health and Social Care providers and their advisors and funders. We invited Partner and Head of Health and Social Care, Charlotte Thornton-Smith to tell us more about the work this innovative and entrepreneurial team undertakes. HCR’s Health and Social Care team helps health and social care businesses get started, grow by acquisition or investment, as well as dealing with operational issues. Primarily working with private sector operators, the team are proud to count several owner managed care providers, as well as many of the UK’s leading social care operators, NHS Foundation Trusts, healthcare professionals providing primary care services, as clients. Charlotte outlines how the firm’s specialist focus and dedicated team have helped to ensure its success. “We are focused on health and social care – every single member of our team, including our commercial, employment, property and regulatory transaction support lawyers, is focused on healthcare transactions. This focus has helped us develop a sizeable foothold in the mid-market in only 3 years. Since 2013 we have acted on over 100 healthcare transactions for private sector operators.

“What truly sets us apart from the competition is the team’s entrepreneurialism; they use their healthcare market insight to develop new products and services..” “Additionally, we are dedicated to innovation and excellence in healthcare transactions – our focus means we can get to the heart of issues quickly and develop innovative solutions to challenging legal issues, saving our clients time and budget. For instance, we’ve streamlined the due diligence process for our clients. When advising purchasers, we work collaboratively with the other professional advisers to prepare one due diligence questionnaire on behalf of all advisors to ensure our acquirer clients get the information they need to do the deal, avoiding duplication, reducing costs for all parties and closing deals swiftly.” “What truly sets us apart from the competition is the team’s entrepreneurialism; they use their healthcare market insight to develop new products and services to meet the changing needs of those involved in the transactional healthcare market”, as Charlotte is keen to highlight.

witnessed first-hand the difficulties some healthcare borrowers face in raising acquisition financing. Frustrated healthcare borrowers, unable to secure the funding they need then face the time-consuming exercise of sourcing funding on the alternative finance market. In response, we have developed a new combined finance finding and legal services product, Finance Generator. “For a fixed fee, HCR, in conjunction with Finance Generator works with borrowers to understand their requirements, review the traditional and alternative finance markets to identify a ‘best fit’ funding solution and then manage the credit and legal processes right through to cash in a borrower’s account. Finance Generator and HCR are currently engaged to source funding and provide legal services on several healthcare M&A transactions, including the £20 million funding of company seeking to acquire independent veterinary practices in the UK and form a new group.” Looking to the future of the health and social care market, deal volumes have been positive over the past few years. Private equity investment has been key to the UK market. But with challenging global economic conditions, not to mention any effect of Brexit in the UK, it will be interesting to see whether any of these groups will consider an IPO in the short to medium term. With the tricky economic conditions likely to continue for a while yet, Healthcare REITs (Real Estate Investment Trusts) will undoubtedly have a role to play too. Impact Healthcare REIT surprised the market with its £160m IPO earlier this year. Charlotte explores the idea that other trusts may follow suit, and what this will mean for the market. “But moving forward, where we could see a step change is in the volume and number of international investors, as they continue to take advantage of the weaker pound. The North American investment in UK healthcare assets has become well established over the past few years. We are watching and waiting to see if Chinese investment will overtake that of the US. Whichever comes out on top, it remains to be seen if international investment will have a major impact on the mid-market. “Ultimately, whatever the next year brings, at HCR we will continue to work closely with our healthcare clients to help them close their deals as efficiently as possible.”

“Consolidation has been rife in the UK healthcare M&A market. But, like other sectors, we have Acquisition International - M&A Awards 2017 5


• FRONT COVER HEADLINE AND HEADSHOT ON THE CELEBRATORY MAGAZINE • TWO PAGES OF DEDICATED CONTENT AT THE FRONT-END OF THE MAGAZINE APPROX. 1800 WORDS • 3 CRYSTAL TROPHIES • CELEBRATORY DIGITAL LOGO • BESPOKE DIGITAL CERTIFICATE • 6-MONTH CLICKABLE WEB BANNER ADVERT IN A PRIME POSITION ON OUR HOMEPAGE – DESIGNED TO DRIVE MORE VISITORS TO YOUR WEBSITE • PERSONALISED E-BROCHURE – IDEAL FOR SHARING WITH CLIENTS AND AVAILABLE IN HARD COPY

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MA170005

Award for Continued Excellence in M&A Growth Strategy: £60m second round funding Company: Proton Partners International Ltd Contact: Mike Moran MBE Contact Email: enquiries@proton-int.com Address: Proton Partners International, Celtic Springs, Spooner Close, Newport, NP10 8FZ Phone: 01633810661 Website: www.proton-int.com

Proton Partners

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John Pettingell, head of physics at Proton Partners International, Mike Moran, chief executive officer of Proton Partners International and Olivier Legrain, chief executive officer of IBA

Proton Partners International Ltd is a company in the vanguard of advancing proton beam therapy in the UK. We invited Mike Moran to tell us y red b more about the firm and examine the secrets behind its success. sponso

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Formed by UK-based and international cancer and healthcare specialists, Proton Partners is set to build up to five proton beam therapy cancer treatment centres across the UK within the next four years. The construction of Proton Partners International’s first three centres in Newport (South Wales), Northumberland and Reading is currently underway, ring: u t Fea and a fourth UK centre, to be built in Liverpool, has recently received planning permission. At each centre, the firm aims to be able to treat up to 500 patients annually and, in addition to proton beam therapy, will offer imaging, chemotherapy, radiotherapy, immunotherapy and a range of supportive care services including survivorship and recovery. Mike is keen to explain the firm’s dedication to creating these innovative centres in more detail.

take up to nine months to a year. We are already recognised as the world’s largest developer of proton therapy centres. We intend to continue to develop cancer centres in UK and abroad to further expand our network. This will enable us to stay ahead of the competition and continue to be recognised as the global leader in the development and operation of cancer centres.” Staff are vital to the firm’s plans, and as such Mike explains how the firm attracts the very best talent in the market.

new staff, the attraction to work in the s hiring r“When first networked high energy proton beam artne world’s P n n o o t is a big draw. However, from the protherapyofcentres Prot the business we engaged the services of t how advancing woutset a e k o o d RWB Global, a Herefordshire based recruitment We l ational is K an company, to identify and recruit the staff. I had ts the U n Inter herapy in s behind i worked with the Managing Director of RWB Global, t t e r for over a decade and she knows how Mel Nash, beam e the sec I work and what works for me. Mel has managed n i 0 “From the outset, at Proton examPartners, ge 1 we knew to identify and recruit the very best people and ss - pa build more worked with them prior to interview to bring the best two things; firstly, thatswe uccewould

than one proton centre and, secondly, that we would network the centres together. We knew that nobody had ever done it before, therefore, in my mind, we could never be wrong.”

“From the outset, at Proton Partners, we knew two things; firstly, that we would build more than one proton centre and, secondly, that we would network the centres together. We knew that nobody had ever done it before, therefore, in my mind, we could never be wrong. A few of the potential investors we spoke to wanted us to just build one centre, build up patient volumes and then build another, followed by another. “This did not make sense to us as the key differentiator to us was the network that we would create. By having a network of centres, supported by centralised planning, the patient can go to any one of our centres for treatment. Therefore, the illness is no longer a barrier to geographical travel which allows the patient more choice and freedom of movement during treatment cycles that could

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fit for the business. The team dynamics across the Company is a major factor in the speed in which the Company is developing. This is in no small part, down to the work of RWB Global in the recruitment process and in the induction to the business.

“The culture within the company starts from the recruiting process. We recruit on behaviours and our recruiting partner, RWB Global, have an excellent understanding of the type of person who will work well within the Company. Once recruited, we work with all the staff to induct them successfully into the Company. We have also developed a Leadership Programme which all the staff undertake. This has been developed by the Senior Management Team, facilitated by Ceannas, a Scottish based company who excel in ‘Leadership by Design’. “Additionally, we are also leading the way in Career Professional Development by ensuring that all staff have access to funded courses to further their careers. In addition, we are the first private healthcare company in the UK to offer under graduate and post graduate training for therapists. These initiatives mark us out as a responsible employer which is an attraction to new employees.”

Moving forward, the firm has a number of exciting developments in the pipeline which will help it to continue to grow and succeed, as Mike discusses. “Recently, we have announced that, in addition to our centres in Newport and Northumberland, we will also be opening cancer centres in Reading and Liverpool. Earlier this year, we announced that our centres will be called The Rutherford Cancer Centres. The name reflects the renowned scientist Ernest Rutherford’s contribution in identifying and naming the proton in 1911.

research centre at the Life Sciences Accelerator building in Liverpool (the building is the first part of a ‘health campus’ that is set to surround the £335m new Royal Liverpool Hospital). We will work with the University of Liverpool’s Physics Department on a genomics programme to collate, analyse and distribute data from our treatment centres. In addition to the research centre, we have recently announced a two-year collaborative research project with The University of Liverpool to develop a new measurement system, known as a 3D Water Phantom, which will further improve the accuracy of proton beam therapy treatment. The new system will use pixelated silicon detectors, first developed at CERN, the European Organisation for Nuclear Research. Improved accuracy will lead to better modelling and calibration of treatment beams, which will offer more advanced treatment for patients. It will also allow for more accurate clinical research and development to be undertaken.

top g the y, n o m l ked a lobal is ran roviders g vices p u o Gr ep f ser Vistra rate servic d range o out the a o o e ab y br r corp iquthe eldoors t mor - page 21 ou u “Alongside this, f we have recently opened o n d u n a The Rutherford rm to our first cancer centre in g Newport, idin . We fi ss of the fi nsconventional o Cancer Centre, Wales, for provSouth i t e c u l c so su treatments, such n chemotherapy, a asdradiotherapy, immunotherapy and imaging. The proton beam therapy machine has just been delivered on site, which is the first high energy proton machine to be on UK soil. The treatment will be available at our South Wales centre next year.

“Proton Partners International also announced that we are going to undertake a major genomics

building that we build we intend to sell and lease it back over a fixed period to drive cash back into the business. With an estate of five high value buildings within the next three years we see this as an attractive proposition.” Overall, the market for proton beam therapy is rapidly evolving, and in order to remain at the very cutting edge of this dynamic space, Proton Partners will continue to develop, as Mike is proud to conclude. “Ultimately, the most significant challenge that we will face over the next decade is keeping up with the demand for proton beam therapy. As the clinical evidence reads out, there will be more patient demand which will require the development of more operational centres. Proton Partners International will be at the forefront of the growth and we will continue to invest to maintain our position as market leaders.”

“In terms of new deals; we are currently talking to several organisations about leveraging our building assets with a sale and leaseback model. For every

Acquisition International - M&A Awards 2017 11

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MA170040

Best Private Islamic Finance Company 2017 & Financial Services CEO of the Year: Khaled Al-AboodiI - Saudi Arabia Company: Islamic Development Bank Contact: Nabil El-Alami Contact Email: NAlami@isdb.org Address: P.O. Box 54069, Jeddah, 21514, Saudi Arabia Phone: 966126361400 Website: www.isdb-pilot.org

The Islamic Development Bank Proton Partners International Ltd is a company in the vanguard of advancing proton beam therapy in the UK. We invited Mike Moran to tell us more about the firm and examine the secrets behind its success. Established in 1974, IDB supports a wide range of clients, providing a vast array of Islamic banking and financial services. The purpose of the Bank is to foster the economic development and social progress of member countries and Muslim communities individually as well as jointly in accordance with the principles of Shari’ah i.e., Islamic Law. Furthermore, The Bank also extends loans to its member countries in order to aid the financing of infrastructural and agricultural projects. These schemes can include roads, canals, dams, schools, hospitals, housing, rural development to name a few, in both the private and the public sector. These projects can have an impact on the economic and social development of member countries associated with the bank. These loans, in conformity with Shariah, are interest-free and IDB recovers its administrative expenses by imposing a service fee.

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representatives and representatives from Muslim communities. As a result, the bank was able to identify strategic challenges that could affect them, as well as being able to discuss the future of IDB in responding to the needs of its Member Countries. Additionally, to ensure excellence for its clients, the functions of the Bank are to participate in equity capital and grant loans for productive projects and enterprises besides providing financial assistance to member countries in other forms for economic and social development. The Bank is also required to establish and operate special funds for specific purposes including a fund for assistance to Muslim communities in non-member countries, in addition to setting up trust funds. The Bank is authorized to accept deposits and to mobilize financial resources through Shari’ah compatible modes. The Bank’s principal office is in Jeddah in the Kingdom of Saudi Arabia. Four regional offices were opened in Rabat, Morocco (1994), Kuala Lumpur, Malaysia (1994). Almaty, Kazakhstan (1997), and Dakar, Senegal (2008). It also has two country gateway offices in Ankara, Turkey and Jakarta (Indonesia) and field representatives in 14 member countries (Afghanistan, Azerbaijan, Bangladesh, Burkina Faso, Guinea, Iran, Mali, Pakistan, Sudan, Turkmenistan, Uzbekistan, Yemen, Mauritania and Libya).

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Overall, the IDB Group is a multilateral development institution which consists of five entities. Islamic Development Bank (IDB), Islamic Research and Training Institute (IRTI), Islamic Corporation for the Insurance of Investment and Export Credit (ICIEC), Islamic Corporation for the Development of the Private Sector (ICD) and International Islamic Trade Finance Corporation (ITFC).

IDB organized four regional workshops in 2005 in order to solicit ideas and views on strategic : challengesafrom perspectives. This was ringregional Fe tu Looking ahead, the group will continue to support done to make the Vision stakeholder-centric, its clients and provide them with the solutions they after consultation with the Commission. These need. workshops were held across the region, in Kuala rs e n t r a Lumpur, Malaysia Almaty, Kazakhstan on ton P Dubai, g prot w Pro ncin oOuqadougou United Arab Emirates aand Burkina n i h t ok s adva K and we Faso. We lo onal i

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ati he U Intern erapy in t behind its th The workshops enabled the cCommission and rets beam the se mainly comprising e n IDB to hear fromastakeholders, i e 10Governors, IDV ex m - pagIDB of Commission Members, ss succe Executive Directors, IDC Management, Country

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